Transcript HYA Leadship Profile

JEFFERSON COUNTY PUBLIC SCHOOLS
LEADERSHIP PROFILE REPORT
March 19, 2015
2
Survey Participants
Group
Board
Personal interviews or
focus groups
5
Online Survey
N/A
Central Office/School Administrators
34
51
Teachers
7
192
Support Staff
12
74
Community
22
100
Parents
19
345
Students
7
N/A
106
762
Total
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Consistently Reported Themes
Strengths
• Extracurricular and co-curricular programs
• Facilities are in adequate to excellent condition (no
portable classrooms)
• Jefferson has the potential to be the best school system in
the state
• Jefferson is a destination county, historic, recreation
abounds, great location, access to DC and Baltimore
• Long term and committed employees, support staff,
teachers and administrators
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Consistently Reported Themes
Strengths
• Personalized attention is possible and often achieved in
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JCPS
Rural life is embraced and valued
Small community atmosphere is a “unique” lifestyle of
Jefferson County
Supportive parents and a good place to raise children
Jefferson is a growing community, 1.5% a year
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Consistently Reported Themes
Challenges/Concerns/Issues
• Finance – revenue from impact fees and gaming industry is diminishing
• School Board and Superintendent must establish clear roles and
responsibilities, the perception is that the Board has been too involved
in the day to day operations
• Division communication and transparency need improvement to
overcome negative and incorrect assumptions about JCPS
• Facility focus of the last few years have overshadowed an academic
focus
• WVDOE changes in testing and curriculum are intrusive and not being
communicated to parents
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Consistently Reported Themes
Challenges/Concerns/Issues
• A culture of excellence is not consistent from school to school
• Best practice instruction and curriculum consistency must become a
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JCPS priority
Resistance to change
Parents and staff are concerned that counseling resources throughout
JCPS are stretched thin
Strategic plan and vision needed for long term direction
Recruiting, selecting and retaining high quality teachers must be a
priority
Technology and professional development need more resources and a
strategic implementation plan
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Consistently Reported Themes
Desired Characteristics
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Ability to build trust and strong relationships with all constituencies
Approachable and visible
Champion high expectations for employees and all students
Coalition builder—inspires through vision and can communicate a
passion for education
Educationally experienced with exceptional skills and knowledge of
academics
Excellent communicative skills
High integrity, honesty and ethics
Supervision for accountability
Knowledgeable of West Virginia DOE code and regulations
Embrace the community and culture of Jefferson County and West
Virginia
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On-Line Survey Participants
Stakeholder Group
Central Office/School Based Administrator
Community Member
Parent
Support Staff
Teacher
Total
Frequency
51
100
345
74
192
762
Percent
7%
13%
45%
10%
25%
100%
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Percentage of Respondents Who Selected Each Item (By Subgroups)
National HYA Benchmark
ALL (762)
Admin (51)
Comm. (100)
Parent (345)
Staff (74)
Teacher (192)
38%
59%
29%
48%
66%
69%
58%
40%
50%
76%
59%
34%
54%
66%
36%
46%
39%
36%
51%
50%
41%
38%
43%
57%
43%
48%
35%
35%
35%
42%
37%
39%
41%
32%
48%
35%
39%
27%
32%
40%
53%
38%
36%
38%
45%
40%
38%
31%
37%
30%
32%
22%
39%
41%
24%
19%
28%
32%
49%
27%
30%
31%
33%
27%
32%
49%
26%
29%
24%
38%
26%
31%
25%
28%
32%
39%
30%
27%
29%
35%
23%
33%
36%
21%
23%
26%
22%
36%
28%
22%
22%
Number indicates rank order by overall results
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Listen to and effectively represent the interests and concerns of students,
staff, parents, and community members.
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Foster a positive professional climate of mutual trust and respect among
faculty, staff, and administrators.
Recruit, employ, evaluate, and retain effective personnel throughout the
District and its schools.
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Promote high expectations for all students and personnel.
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Hold a deep understanding of the teaching/learning process and of the
importance of educational technology.
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Identify, confront, and resolve issues and concerns in a timely manner.
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Have a clear vision of what is required to provide exemplary educational
services and implement effective change.
8
Increase academic performance and accountability at all levels and for all
its students, including special needs populations.
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Be visible throughout the District and actively engaged in community life.
10
Lead in an encouraging, participatory, and team-focused manner.
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Guide the operation and maintenance of school facilities to ensure secure,
safe, and clean school environments that support learning.
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Strive for continuous improvement in all areas of the District.
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Hold a deep appreciation for diversity and the importance of providing safe
and caring school environments.
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Percentage of Respondents Who Selected Each Item (By Subgroups)
National HYA Benchmark
ALL (762)
Admin (51)
Comm. (100)
Parent (345)
Staff (74)
Teacher (192)
23%
26%
33%
28%
26%
15%
28%
22%
26%
31%
19%
28%
24%
26%
36%
26%
25%
29%
25%
19%
28%
28%
25%
35%
28%
23%
27%
23%
26%
23%
29%
16%
18%
16%
39%
34%
23%
29%
26%
19%
20%
28%
20%
22%
24%
31%
17%
31%
25%
31%
22%
29%
20%
21%
19%
26%
27%
20%
25%
21%
20%
19%
19%
20%
16%
29%
30%
15%
11%
11%
19%
14%
18%
12%
16%
11%
11%
25%
12%
29%
9%
9%
15%
13%
Number indicates rank order by overall results
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Provide meaningful guidance for systematic and comprehensive districtwide curriculum, instructional services, assessment programs, and
professional development.
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Seek a high level of engagement with principals and other school-site
leaders.
Encourage a sense of shared responsibility among all stakeholders
regarding success in student learning.
Align budgets, long-range plans, and operational procedures with the
District’s vision, mission, and goals.
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Involve appropriate stakeholders in the decision-making process.
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Effectively plan and manage the long-term financial health of the District.
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Be an effective manager of the District’s day-to-day operations.
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22
Maintain positive and collaborative working relationships with the school
board and its members.
Communicate effectively with a variety of audiences and in a variety of
ways.
23
Develop strong relationships with constituents, local government, area
businesses, media, and community partners.
24
Utilize student achievement data to drive the District’s instructional
decision-making.
25
Act in accordance with the District’s mission, vision, and core beliefs.
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Jefferson County Public Schools
Desired Characteristics
After seeking input from its Board members, parents, staff, students, and community via focus
groups, interviews, and an online survey, the School Board of Jefferson County Public Schools
(JCPS) seeks a strong educational leader who possesses the following characteristics:
• Is willing to make a long-term commitment to JCPS
• Possesses financial experience and savvy
• Possesses the ability to build relationships and trust with all constituencies in
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Jefferson; community, parents, teachers, central office, higher education and the
business community
Is a strong communicator who can listen and be empathetic
Possesses a strong vision for education and provide the leadership, courage and
management to achieve that vision
Recruits, develops, evaluates and retains outstanding staff members at all levels
Demonstrates fairness, ethics and honesty
Is both collaborative and decisive, demonstrating both creativity and risk-taking
skills
Fosters trust and transparency
Understands the complexity of achieving excellence in a rural and small
community
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Jefferson County Public Schools
Desired Characteristics
With regard to leadership experiences and accomplishments, the
successful candidate:
• Is or able to be certified as a West Virginia superintendent
• Possesses deep knowledge and experience with providing a
comprehensive curriculum for all students
• Demonstrates a solid track record of increasing responsibilities and
success
• Has experience as a teacher, school based administrator and central
office administrator.
• Possesses doctorate (preferred)